Abstract

RMA units are expected to handle a wide range of issues. In big organizations, such as large universities, RMA units can be massive, equipped with highly specialized staff. However, in smaller organizations, these RMA units can be quite compact, with just a handful of us juggling multiple tasks, and we rarely have overlapping skills. These "small RMA units" have their own set of unique challenges due to their size.

From my experience in a small RMA unit, three main challenges emerge: the Competence Challenge, the Growth Challenge, and the Career Challenge.

The Competence Challenge boils down to the struggle to keep up with the ever-evolving world of RMA. In larger units, specialists can dive deep into their expertise, dedicating ample time to stay at the forefront of their field. In contrast, in a small unit, where each of us covers a variety of areas, we have less time for knowledge development. Yet, the need for expertise remains the same; whether you handle ten cases a year or fifty, you need to be equally proficient.

The Growth Challenge revolves around our difficulty in taking on new tasks. When the need to handle a new, substantial task occurs, we face a choice: should we assign it to a large unit or the small one? Large units can temporarily reshuffle resources, adapt, and tackle the new task. Meanwhile, the small unit has limited flexibility to reorganize work. As a result, the task often lands with the big unit. They might initially handle it with existing resources and then bring in more staff later to handle it better. This way, the large unit grows, and small unit remain small.

The Career Challenge touches on our professional advancement within the organization. Most organizations recognize three roles: specialists, generalists, and leaders. Specialists have deep knowledge in a narrow field, while generalists have a broad understanding of many areas but rely on specialists for in-depth knowledge. Leaders manage teams and coordinate processes. In large RMA units, all three roles exist, and they're acknowledged and rewarded. Advancement is possible: a specialist might become a team leader, or a generalist might become a unit leader. In a small unit, it's a different story. We cannot limit ourselves to a single task, so we cannot be specialists. We are not generalists because we need detailed knowledge to handle our tasks without specialized colleagues' support. Leadership is not an option either since there are no teams to lead.

To tackle these challenges, small RMA units need to employ various strategies. We can tap into economies of scope, take a measured approach to risk, prioritise under uncertainty, and be alert not to miss growth opportunities when they arise.